Feature


W hat’ s the role of L& D within your business – how is it adding value?


W here does it make a difference? H ow on earth do we to measure impact?


What’s new in your working world in the 12 months since we last assembled at the NEC? No doubt there will have been chat about AI – some from those with worried expressions, others with the eye roll of the seen-it-all-before cynic and others with barely masked, genuine excitement. There may have been some talk about the role of Learning and Development within the business – how is it adding value? Where does it make a difference? How on earth are we going to measure impact? You may have experienced a sense


of dissatisfaction and you may want to change what you do and how you do it. You may recognise that your leaders need


more support and are wondering how L&D teams can better respond to their needs. A slight digression: did you know that according to the Chartered aat ttt   fit time leaders received no training or development to equip them for the role of leading others. They call these people thrust into roles for which they are unprepared ‘accidental managers’. If any of the above resonates with you, then this year’s conference programme may help provide some food for thought. If these are burning questions for you and your organisation, the World of Learning at th   h  fi a a those willing to share their experiences.


 h  fi  a But are these concerns really new? For as long as I’ve been involved in L&D (and that’s a loooong time) and certainly in the decade or so which I’ve been privileged to Chair the World of Learning Conference, similar issues have been the subject of conference sessions and free seminars in the Exhibition theatres. They have been the bedrock of conversation in the coffee bars and over lunch. Maybe AI not so much, but adopting and adapting to new th  fit So why do we keep coming round to similar themes and similar challenges? Why do we keep looking at new opportunities with a tentative expression and a barely suppressed cry for help? Maybe it’s because we have been


great at talking to ourselves about these challenges that people face in their workplaces, but less good at talking to the rest of our organisations. Maybe what we need to do is to plan how we will formulate development strategies for our people. Strategies that confront poor, untrained leaders, new and badly understood technologies, the psychology of change. Strategies that enable our colleagues to >


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